The Opsimath

Farewell chameleon, old friend

This week sees a number of changes in the world of accredited Change Management training.

We are seeing the introduction of a Practitioner qualification, new material added to the syllabus and changes to the Foundation examination. (All of these will be reflected in pearcemayfield's highly-acclaimed courses - watch for more details.)

However the biggest change, and the saddest one too, is that the old logo is being replaced.

Since its introduction, the Change Management logo has featured a chameleon. Not this one pictured here - he's preparing for the leaving party of his Change Management friend.

Was it corny to have a chameleon as a logo for change? Possibly. But even corny chameleons can find their way into your heart.

So, it's with sadness that we bid a fond farewell and we say goodbye to the old logo, and out of respect for our departing friend I will not include the new logo here (just yet).

Royal Mail - a Change Management case study in the making

It's got all the makings of the perfect case study - what can go wrong when leading and managing change.

Today we hear that Royal Mail has offered to approach the conciliation service Acas to discuss modernisation, but only if union members call off planned strikes, and the government has warned the CWU to bear in mind that there are alternatives to the postal system. "Technology is providing new ways of communicating," City minister Lord Myners said.

In an interview today a union representative talked of "change by executive decision".

As I said the other day, in my post about the new Change Management Practitioner qualification, this is an important time, as many organisations are engaged in serious transformation initiatives.

It will be interesting to see which models of change are being used by the different stakeholders involved. Only one thing is certain, we had better post early for Christmas.

Change Management Practitioner

Just received some good news - last week I sat the pilot Practitioner examination for the new Change Management qualification accredited by the APM Group, and today I have heard that I have passed with sufficient marks to allow me (and pearcemayfield) to train at Practitioner level.

So, we are now developing and planning our Change Management Practitioner courses, which will be available in the new year. More details on our website soon.

We have been looking forward to the introduction of this level of qualification as we believe that this is an important component in the transformation initiatives that many organisations are engaged in.

See you on the course!

Roots in Project magazine

Our charity - Roots - is featured in this month's edition of Project magazine as part of a focus on ethical thinking in project management.

The article is called "Projects in Uncontrolled Environments". Now there's a name that could catch on!

A Busy Time Coming Up

We have a busy time coming up in pearcemayfield with a number of new courses coming through very soon.

We've recently launched the new edition PRINCE2 courses, which are proving very popular. We've also now developed a 1-day introduction to project management called Understanding Project Management, and already one of our clients has shown a lot of interest in delivering this in quite a creative way (more on that at a later time).

A now we have three major initiatives coming along:

1. Management of Risk (MOR) - we are shortly to be launching an all- new, 'all-pearcemayfield' version of this accredited course
2. Principles of Change Management - a course that we have successfully been running for a while now is soon to see the introduction of a new higher-level accredited qualification. Watch for our new courses
3. P3O (Portfolio, Programme and Project Offices) is also going to see a new, higher-level qualification. Again, we will be responding to this with our own style of courses.

So, can't stop, things to do...

Paying the price of Change

Great quote:

Do not avoid paying the immediate price tag of change; if you do you will pay the ultimate price of never improving...

Transformation Time?

Recently I have been working with a client to look at aspects of Change Management, as they have embarked upon a 'Transformation Programme'.

Is this a time when organisations are considering the need to 'transform' in order to survive and thrive in changing economic conditions? Two of the areas in which we specialise - Programme Management and Change Management - are both seeing quite a high level of interest at the moment.

Is this because companies are recognising that it is through strong, proactive programme management that they can create the environment for organisational change?

Is it because every Pound, Euro or Dollar spent at the moment has to be justified and made to work hard? (Not a bad discipline at any time.)

Or is it because organisations recognise that "change is here to stay", as is often quoted?

Whatever the reasons, it is healthy and it makes enormous sense.

The discipline of project management, more widely known by many companies, is vital and necessary - but not sufficient.

Transformation requires us to address all aspects of change if we are to see the planned benefits be realised. Project Management is at the core of our efforts, but it must be fully integrated with our programme and change management too.

Time to transform the way we deliver...

Benefits - what to measure

In Managing Successful Programmes (MSP) we are encouraged to make the benefits that we are intending to realise as quantifiable and measurable as we can. This is a good discipline for our programmes and indeed, projects. MSP goes on to say that it is 'preferable' that we measure our benefits in financial terms.

But how do we measure those things that cannot be measured financially?

Current thinking around the 'Triple Bottom Line' can prove to be very useful here:

 PROFIT

At one time, this was the ONLY bottom line. Although still vitally important to the success of any organisation, it can no longer be considered in isolation. Today, the economic bottom line must be viewed alongside many other factors to ensure your organisation is operating efficiently and effectively.

PLANET

Environmental considerations include not only the world around us, but the health and well being of employees, customers and the wider community. The healthier all environments are, the more sustainable we will be, and our economy will be. What measures can we apply here?

PEOPLE

Corporate social responsibility, support for our wider community, and ethical behaviour are all important in maintaining and growing a business. Operating without these considerations makes a organisation vulnerable to negative pressure from stakeholders such as customers, governments, and the public. Being a positive social force should be an objective for all organisations

The triple bottom line allows us to really address the range of benefits (and outcomes) that we are seeking through our change initiatives.

A New Beginning - a time of transition Part 3

"If you cry "Forward" you must make clear the direction in which to go. If you fail to do that and simply call out the word to a monk and a revolutionary, they will go in precisely the opposite directions." Chekhov

Beginnings cannot be made to happen in the same way that starts can. William Bridges says that beginnings are psychological - it's a release of new energy around a situation. A start is something (an event, an opening, a new launch) that we plan and schedule, so in order to turn a start into a beginning we need to do more than just deliver a 'start'.

Here are 3 easy rules for new beginnings:

Ensure Quick Wins - the neutral zone was probably not a place of high productivity and it has probably drained the energy and confidence of people. Build in some early successes. They convince doubters and reassure the believers

Symbolise the New - during times of change every little thing means something; everything is symbolic. Be aware of this, recognise people's emotions and use symbolic acts, images and messages wisely. Look for opportunities to symbolise the new beginning.

Celebrate Success - look for the every occasion (big and small) to mark something good in this new beginning. Do not wait until everything is complete and settled, but rather celebrate clear signs that you are emerging from the time of transition.

Beginnings often take place far slower than we think, and they rarely coincide with the 'starts' that we plan. Let's be prepared for this if we want to fully transition from the neutral zone.

A time of transition - Part 2

 LEADING PEOPLE THROUGH THE NEUTRAL ZONE

 

William Bridges describes this phase of transition well. He says' "...you enter a state of affairs in which neither the old ways or the new ways work satisfactorily..." He goes on to say that the neutral zone is

"a very difficult time"

So what can leaders do once we have let go of the old, but have not yet fully grasped the new?

The neutral zone is full of ambiguities. Some people want to rush headlong into the new while others will want to regress into the old ways. It is easy for views to become polarised, consensus to break down and teamwork to suffer. Gordon Brown recently talked of the dangers of pessimism, and it easy to see how this can take hold at this time, and in fact some organisations can descend into chaos from which they will never recover (we are seeing this right now in our current economic difficulties).

However, this can also be a very creative time, if lead properly ("Chaos often breeds life, while order breeds habit" Henry Adams). Some things that leaders should consider include:

• Create temporary rules to manage this phase (old rules don't apply, new ones have yet to be established). This may include new, short-term structures and management arrangements. It is just for a limited period, so be creative (we have much to learn from the principles of programme management here)
• Set short-range goals with realistic targets (do not set people up for failure). Keep in mind achievable horizons and manage by stages.
• Create an environment of innovation and capitalise on the opportunities to be creative. Encourage and reward experimentation and risk-taking, look for new answers to old problems, redefine 'failure' as a step on the road to success.
• Consider how to describe this phase  - choose a name/metaphor hat affirms the journey you are on. Reinforce this with communication events, training programmes and systems that reward the creativity you are trying to foster.

 

We explore these issues, and many more, on our 'Principle of Change Management Course'. Furthermore pearcemayfield can help your organisation navigate times of change in many ways through support, consultancy, learning and development. www.pearcemayfield.com